# Your Strategic Future — Nathan Shedroff — session 2026-08-28T06:00:00.000Z → 2026-08-28T07:00:00.000Z _728 transcript lines · 156 slides_ ## Transcript the wrong direction in the beginning, and now AI is proving that it's not a very resilient set of skills. These are the ones that we should be really Not gonna talk about critical thinking or creative thinking. You're in the design industry, you know those things very well. I'm not gonna talk a lot about communication skills and collaboration skills, They're incredibly critical, of course. There are some new tools. If you've ever heard of generative communication or conversations for action. Anywhere you see sort of a URL like that. I put tools online at my website. I have videos. You'll see little markings like this, videos of some of my lectures that are online. So if you wanna learn more about these things, that's the place that you might start. But I wanna get these tools out to you so that you don't have to sort of spend your time and years reinventing where other people have already gone. I'm not gonna talk about sustainability and social impact. Even though they're incredibly important, because we have some new tools. We have sustainability scorecards and social impact inventories. We have ledgers of potential harms, and you should all familiarize yourself with them and then start using them in your projects. Even if you're not asked to by your clients or your leaders. Because those are part of your responsibilities, which is sort of what we've been talking about for two days. Right? I'm gonna concentrate on these skills because they're intimately related. And because I think designers are really well experienced and formulated to do these better than most people. Partly because of how we've been brought up. Also, on aside from that, everyone should be involved with strategy. We've sort of heard that by from a couple speakers already, not necessarily about strategy, but about everyone being part of the process, especially people who are maybe disadvantaged and not usually brought into these conversations. They need to be, brought into the conversations and be part of the decision making. The co design, the co production, etcetera. This is where design sort of lives in most I'm sorry. This is where strategy lives in most organizations. It's a couple special people that get to participate. Maybe they ask for data and some participated some limited participation from others in the organization, but this is really what it needs to look like. It needs to be all the people that are involved with delivering customer experiences, dealing with customers even if they're not in charge of the delivery. The three best places to get customer insight about the experience, design research, Lot of us are in the room. Customer service, and we know what what experiences they're having and the kind of information they're, gathering, and salespeople. But it's I've never seen an organization where those three groups of people are in the discussion, certainly not in the strategy discussion, but are even talking to each other. Okay. So let's talk about where strategy happens. I know this is a funky look diagram. This is a traditional sort of development design diagram. As we heard from a speaker just a couple hours ago, this has been compressed because of the new tools that we're using. And we've heard from many speakers about the double diamond. Right? We're all familiar with the double diamond? Great. Okay. I'm here to tell you there's a third diamond. And it's invisible to most people. To most people in business, in fact. That other diamond is what happens over here. So in this side of the development process, it's really product focused, which is to say mostly service focused or sometimes there's other kinds of offerings. This is where all the important decisions get made. This is where corporate strategy happens or business strategy. That's where people, not usually us, decide what kind of business should we even be in? Who should be our market? Who should be our customers, what should we be doing in the first place. And that's the strategy diamond. This is the diamond that you are probably not asked to participate in. Mina earlier talked about getting a seat at the gonna confident that with the right sort of, development and experience, you can participate in that diamond. In fact, it's really critical that you do because that is where all the strategy and and intents are decided, etcetera. How many people have ever gotten a product brief or project brief or creative brief and looked at it, and the first thing you think is, who thinks we should be making this? Like who decided this is what like, I and I've seen it a zillion times. Like, oh, we need an app for the Gen z. It's like, no. No. No. They don't want anything to do with us. They they use apps. But not for us. Right? Or maybe it's a website or something else. That's a really common experience that designers and other developers, engineers, project managers, etcetera, have. Why is that the the case? Well, that decision got made way over here. By the time you get it in development, it's too late. You you know, you don't get to go back and tell all those people they made the wrong decision. The best you can do as a developer, again, on the engineering side or the design side, is try to make that thing that you know is wrong as good as it possibly can be. And that's not very satisfying as a developer. So especially as a designer, and especially when you're seeing your so close to the market and to customers and you see other possibilities and you see competitors, it's really frustrating to know you're working on the wrong thing. Okay. So what happens when we do design research? Or when we talk to the customer service people or if you can get the time of the sales or business development people, is that we get this really valuable insight into what how they live, what they need, what they want, what they desire, what they don't even know that they desire, etcetera. The fruits of design research cause us to reframe, and that's why we realize like, no, we shouldn't be making a website, an app, or whatever. We need to be doing this other thing altogether. But again, when you're on the design development side, it's too late. So our strategy needs to be, how do we get into that diamond? And if we can't get invited into it, which is not probably gonna happen for a little bit for you, unfortunately, We need to at least get our insights into that diamond, into that process so that what comes back out more closely resembles what we think is gonna be a satisfying or successful thing that we then get to design the best way we know how But we're now working on the right thing, not just trying to make the pig look as, you know, beautiful as possible. Okay. In strategy, this sort of is how things divide. This comes out of sort of the types of context. And this is what I've learned in my career is constantly learning learning new skills and using new tools to see the other context. And we've heard about a lot of these contexts through the speakers, today and especially yesterday. But most market strategy, and this is where I'm gonna come down really hard on how business people are educated and therefore how they practice, most market strategy does not even look at all those contexts. So right off the bat, their strategy is really limited because their view what they're looking at is incredibly limited. And of course, there are more and more context that we as designers are used to researching, understanding, and working with already. And that those fall out into even more context. And we're actually really good at all this, once we have the tools and the skills to go understand that information, to research it. We're actually really good at using it as a design material. That's all the situation situational strategy. Then there's the operational strategy, and this is, like, how things work. This is where we're usually pretty bad as design. Because the reason why we went into design is we didn't wanna do any of this. Right? I don't wanna deal with the finances or the operations. But this is where the our peers are. And if we want to work successfully in a system, whether that's our company or another kind of organization or our client, we sort of can't ignore these things. Don't have to get an MBA. You don't have to go be experts at all of these things. But at the very least, we have to recognize that they exist and they're tantamount to us developing better, products and services, better offerings, etcetera. So now is where I'm gonna really dump on the business world and strategy. Because I truly believe that traditional strategy, which is the same most strategy, is terrible. It's slow. It's incredibly sloppy. It's ridiculously expensive, especially for how poor the strategy is. I don't know how how many people in this room are suspicious of the strategy that they've seen or dissatisfied with? Right? It's because they weren't looking at the right things, they didn't draw the right conclusions, they didn't even realize some of those context and lenses even existed, and then they just sped right along. Traditional strategists, traditional business people and it's not their fault. I mean, it's sort of is, but this is how they were taught. So we can have a little, pity on them that they weren't taught better. But, you know, at some point, pity ends and you just sort of have to expect more of people, especially if they're getting paid a whole hell of a lot. Okay. Who here has ever done a SWAT analysis? Okay. Or if you haven't done one, know what one is or saw what saw one created. Most people in this room raise their hand. I am sad to say you have done it wrong. You were taught to do it wrong. Like you have all the the, accountability that you weren't taught well. Almost every smart analysis is done wrong for a variety of reasons. For those of you that maybe don't know what a SWOT analysis is, this is simply a two by two quadrant exercise that the way that it's actually put into practice almost universally is a bunch of people that the special people that get to be in the room, sit in a room and draw the a whiteboard, and then they sort of just start listing things. Right? Like, oh, these are our strengths, these are our weaknesses. Etcetera. And there's a bunch of problems with this. The first is that they almost always mix the market issues with the operational issues. And when you put those things together, because people have responsibilities in their business, the operational stuff always crowds out the market stuff. So the swap that ends up happening becomes overly operationally focused and then the market, which is customers and what we should be doing in the first place, gets sort of pushed to the side. Does that sound like a good recipe for go to market? No. Right? But this is how it happens. And then of course, nobody validates anything that gets put on these lists. Right? So, yeah, you know, like if you went to Stanford, if you're a Stanford MBA, the first thing you put is like, we went to Stanford. Stanford. Is that a is that a criteria that your customers care about? No. Well, unless your customers are a VC fund, maybe that's a special case. Right? So none of these things are validated with evidence. This is where designers have a really good opportunity because first of all, these should be what are called customer decision drivers. They shouldn't just be stuff willy nilly put on a a whiteboard because it occurred to us that it might be important or interesting. But we know how to find those things in a way that most of our peers that are doing strategy don't. Okay. Next up. Anyone ever heard of a positioning statement? Right? Everyone. And how do you do a positioning statement? Anyone? Yeah? Yeah. You download a template and you fill it in, and like, oh, we have a positioning statement. Right? And it has the same problem, which is like, where did we validate what we put into those blank spaces? Like are those the best things? Are they even the real things? Right? This is where the sloppiness of strategy starts and usually ends because this is essentially we have a this again, this is MADLabs. Right? And so most strategy is done in a really Mad Libs y way. It's what someone thought about at the time. They didn't bother to validate it. It may or may not be important, but, hey, we filled in, we checked that box, and we're moving forward. There's new tools now. This is called the strategy choice cascade. Anyone wanna venture what's wrong with this one? Yes. Say it louder. I'm sorry. I did not hear that. Anyone close to her hear that? I know you weren't ready for Anyone else have an idea? What's wrong? She said that she used it at work. Oh, you used it at work. Okay. And was that helpful or was it Yeah. Why? Yeah. Bless you because I've never actually met anyone that's used it. But yeah, the big problem is these aren't bad questions to have answers to. But like where's the customer? Where's the market? Where's where's the them? It's all about us, us, me, me, we, we, we, what? Right? And so these tools are like this is the latest strategy tool that's come out of Rotman in Toronto. And again, it's not a terrible tool. It's just a really sloppy tool and it's been used really sloppily. And thank God that someone, you know, validated that that's in fact what happens in the wild. Okay. I'm gonna share with you what should be a shocking bit of information. This was a report that McKinsey came out with right before we went into lock down. So this is '19 or 2020 rather. And in it, they coined a term for what they called the superstar companies. And these are the ones that like, they're the high growth companies. And basically, what they said is, these companies are creating not just all the growth in the market in their industry, whatever industry it is, They're creating all the value. Like, it's just 15% of companies. And this is all companies worldwide private or public. They have another word that they are termed they claim for the other 85% of the companies, and that was zombie companies. And they said 85, I'm gonna be a little more fair and say 70 because you can see, like, even that that last 15% like they're they're going somewhere. They're they're improving a little bit. But think about that for a moment. 70% of companies worldwide, according to McKenzie, are like going nowhere. In fact, a lot of them are in trouble. And I'm sure you can you know, in in The US, I'm I'm much better at this, but, you know, that's Macy's. That's where why Kmart is no longer Although, I'm surprised and delighted to find out that Kmart's doing great over here. Right? But that's a shocking situation and it should be terrifying not just to business people, but anyone that cares about global business. And all of those companies or at least most of those companies they buy strategy. They're buying strategy from either consultants or large companies or even mid cycle companies, mid sized companies, and it's not helping them. And that's because the strategy that they're doing or that is being done for them isn't looking at all the right things. And so it's probably even worse today, six years later with AI. This is probably even more pronounced Those that last 15% is probably 5%. It's all NVIDIA and OpenAI and other AI companies, and that should be even more scary. But this is sort of my evidence that this isn't working. Strategy is not working for anyone. So how do we make it better? The first thing we need to acknowledge is we need to care about why people make their buying decisions. And those are called decision drivers. And those decision drivers fall in a whole bunch of categories, and function, meaning features, and price are not the big driving decisions on any sort of decision. Certainly any buying decision. But price and features or price and performance is what every single MBA is taught to care about, focus on, and forget about anything else. That's part of the problem at the heart of business. So we need to reset our understanding or our definition of what value is. There are five kinds of value. And again, the first two, functional value, does this do what I need it to do, Financial value, does it do it at a price that I can afford or I'm I'm willing to spend? That's where business stops, the quantitative value. Why? Because it's really easy. Easy to survey this stuff? Easy to tabulate it, easy to express it as numbers, and because business strategy is so very sloppy, that's where they stop. But we all know, because we're in the business of people, that people make decisions for a lot of other reasons. Those reasons are really important. We've heard about it from from speakers in the last two days. There are three other kinds of value. They've always been there. We just don't talk about them. And they're qualitative. There's emotional value What what does this do for me? The classic example is, you know, I'm a man of a certain age, and so if I walk into a car dealership, and of course, I have a family. I have certain functional needs. I need, you know, a sedan or a minivan or something because I have kids and we go on holiday, etcetera. But what is it in the corner that keeps distracting my attention? Yeah. What color is it? Yeah. We all know this story. Who knows this story better than anyone? Yeah. The salesperson. This is their entire job is to pick up on this. If they don't care what my budget is, certainly what I told them my budget is, if I even bother to do that, they don't care so much about my functional requirement. Because they can see exactly what's happening. And me, the rational engineering kind of person or business person that I am, as I'm driving the the curvy way home, you know, along the coast, and I get into my driveway. And I walk to the front door. I look back lovingly, and then it hits me. What did the what the fuck did I just do? Like, there's only two seats in this. Like, where are my kids again? And there's no room for luggage. And I went over budget like, how I'm a rational person. How did this happen? That's how it happened because it made me feel something that overwrited my other choice. Right? It overwrited my functional criteria and my financial criteria. Maybe it made me feel younger or more successful or more virile or lots of other stuff. We call this irrational It's totally rational. You all understand exactly what happened. This thing made me feel these things, gave me lots of emotional value, so much so that it overrode all the other things that I say I care about and specifically I say I care about them in a survey. And yet the reality is completely different. This is why salespeople know exactly what's going on customers in a way that nobody in the marketing department does because they don't bother to talk to the people in sale. It's also one of the reasons why the customer service people know customers in a way that other people in the organization don't because they get all the emotions, not just the good ones. Ones. And then of course, we as design researchers have the skills to go out and talk to people if we put these things in our process. And we have tools for these things. We're only halfway through this list. Right? And things got really interesting. There's also identity value. You know, like, is this me? Would I be in my Mac guy or a Windows guy or Android guy or an iOS guy or you know, a Fairphone guy or whatever? Am I a Coke guy, a Pepsi guy, a Perrier guy, a kombucha guy? Or whatever. Right? Like, identity is really important too. A lot of buyers, especially in certain categories. It's weird. Like, humans are just weird. Accept it. It's really kind of fun to play with, but it's imperative that we understand our customers on this level. Because the deeper we go, the more powerful these decision drivers are. And you can see right off the bat why most strategy is sloppy. Not even asking these questions. They don't even know what's going on with the customers at the deepest level of their decision making. And of course, there's one even deeper that's about meaningful value. And we have a model We have mechanisms for researching, understanding, meaning, in our customers, what they prioritize, what triggers them, or how they express meaning. And we can use it then as a design material. And that better go into strategy because if we're not talking about this, we're just in la la land. We're doing the same sloppy strategy that is doing. And, like, you can do better. I'm here to tell you you can do a lot better. By the way, this is a much better way to segment your customers, especially if you wanna create meaningful value and meaningful experiences for people. And I hear from a lot of designers that that's really what drives them. They wanna make meaningful things both for themselves and customers. Then your segmentation should reflect where people have priorities of meaning. Because if your segmentation's all demographic, for instance, which is just the stupidest way to treat people, but it's easy because it's easy to express in numbers. But if that's your approach to segmenting a market, you can't back your way into meaning from that. Like, it's all over. It's uphill like a cliff. It's gonna be really difficult to approach those emotional, those identity, and those meaningful decision drivers. And this stuff is really it's valuable. That's all I'll say. At some point, it comes to quantitative it's always hard to quant the qual. But at some point it happens. And sometimes that's the market cap. Right? So a good example of this is Instagram when it got purchased by Facebook, now Meta. We know what the numbers were. We know it was a $1,100,000,000 deal that at the time seemed absurd. Right now, it doesn't seem so absurd. And we can look at the books and see that the financial accounting of the company at that time said that it was an $86,000,000 company. The next day, it was $1,100,000,000 company. And even though we're designers, we can do that kind of math. Right? There was an extra billion dollars off the books. And the day after the sale, where do you put the billion dollars? Like, because it didn't exist yesterday, and accountants have this special place to put it in the balance sheet. It's called goodwill. Meaning we don't know what to do with it. So we'll just put it here in goodwill because we got to balance things out. It was literally invisible the day before. It did not exist. And the reason why I'm using this metaphor of iceberg is because all of this is invisible to business tools and business processes. You cannot see it. Our business peers cannot see this value because it's totally invisible to them, which means it's totally unaddressed and invisible, and they're decision making. Right? So now we know how that's stupid design brief or product brief got decided because they don't even see the things that we see and that we value. This is why you're so valuable to the strategy process. Because you see this stuff. You have skills. You have tools. You have processes to understand people on this level. And to use it as a design material And hopefully, you know, hopefully you do this for good, not for bad. That's gonna be your responsibility. We now have some academic research this showed up a little bit yesterday, but this is the BJ Fogg behavior model. That talks about behavior change. How do people change behavior? Why is this important? Because every business strategy is about changing people's behavior, whether it's customers or partners or competitors, etcetera. Where does behavior change happen? Right up here. So if you don't understand the cognitive psychology about how people make decisions, and what they factor in to make the behavior. Again, you're not even playing the game. You're not on the board. You're on some other board, on another table, in another room, because you're not even looking at the stuff that's absolutely critical. People are doing one thing now. If you're a start up, you want them to do this new thing. That's behavior change. That happens up here. It's called state of mind. Right? And so if this doesn't factor in your strategy, you don't probably have a winning strategy. And I know that sort of the cognitive side part of this is gonna be new to you. That's probably something you haven't seen before. Not gonna be hard for you to to grasp, by the way. This comes down to at its basis basics, qual versus quant. And a lot of businesses, especially business people, frame up this phony tension or dichotomy between qual and quant, mostly because they're really familiar and comfortable with quant. So they do a lot of it. And they're really suspicious. There are some people that are absolutely suspicious about qual. They don't think it exists at all because it's so invisible. But if even if they do think it exists, like, it's expensive, and it's hard, and I can get, you know, 1,000 responses to my survey. And how can you do a 100 or a thousand interviews? We don't have the budget for that. Right? It's not an either or. It necessarily has to be a both and. But many of your business peers they don't see it that way. They don't understand it that way. Because they don't even understand the half of it, let alone I'm gonna accept that we have to do something that I don't think is real or I don't know how to do. But the reality is if you wanna do good strategy, you need both the qual and the quant. And, again, you have these skills. Maybe there's a couple new techniques like laddering that you have to learn to understand how to research meaning or identity, etcetera. But you have all the skills to make this happen. By the way, the quant and the qual is a much larger societal problem. Quant is killing the world. Because it's taking over our understanding, our framing, our decision making about everything. Qantas were winning sports. It's ruining food. It's ruining science. It's certainly ruined physics. It's ruining marketing and, business strategies It's ruining sort of everything because when you take your eye off or you deny the qualities in the world, guess what? They go away. Right? And so we're designing systems, and this is part of the frustrations that I think you all feel, I certainly feel, especially where I live right now, we're designing the qualities out of society because we're trying to measure everything and the only easy way to measure things is to put numbers around them. Fact, there's a myth of business that is every MBA is taught If you can't measure it, you can't manage it. And I'm here to say like, yes, you can. We can all probably sit down for an hour, especially collectively, and figure out a decent way to measure quality of life or customer happiness. And it's not NPS. That was a boneheaded approach, but you know, like and even even if you can't measure it, that doesn't mean it's not important. I can't remember who just put up in the last, two or three presentations about, devising or, valuing the measuring the value of design. If anyone asks you to prove the value of design, don't fall into that trap. Don't accept the premise of the question. Because they only mean quant. And the moment you accept that as a premise, you just lost because there is no way to quant all the quality. What's the value of a beautiful view on a top of a mountain versus what's the value of mining all the gold and minerals inside it? You are never gonna win that if if you stick to quant as the deciding factor, etcetera. Okay. So I always say we we find this in sort of those three areas. Best of sales, customer service, and design thinking. And before someone says this or if anyone ever says this to you, well, why the map? B two b? Like my my customers only care about price. They have a budget. Right? I'm here to tell you that as long as you're dealing with another human, and that's kind of falling into question now, right, with AI, as long as there's a person in the equation, this is just as true for b to b as it is for b to c. And if you ever question that, well, you won't probably, but someone around you will, who can finish and mark you can't do this and and John and Steve, you're probably too old for this. Who can finish this question? Nobody ever got fired for hiring. IBM r. IBM. Well, yeah. You know this. We all grew up with this. IBM. Right? IBM was never the cheapest. So there goes the price you know, argument. They were never the best. So there goes the functional value argument. What is the number one decision driver in enterprise? Anyone? You know it's a trick question. Yeah. Risk. Yeah. But a specific kind of risk. Reputation. Sorry? Reputation? Yeah. Job security. If this goes south, I don't want to lose my job. So I'm going to hire the company that, like, well, if they could build it, it obviously couldn't get built. You can't blame me for that decision. Number one decision driver, that's why it's important to under uncover these, In enterprises, I don't wanna lose my job, so I'm gonna go with the safe I'm gonna mitigate my risk choice. Right? Is that what the customer told you? No. They're not they probably don't realize it themselves. And even if they do, they're certainly not gonna gonna tell you this. Right? But if you're in enterprise sales, if you're running still trying to run a SaaS company, And you don't realize that that's the number one decision driver, like, what are you even doing? You're not playing the game again because you don't understand what your customers behavior change metrics or or mechanisms triggers are, how could you possibly be successful? Right? Okay. So let's talk a little bit more about strategy. I call this the periodic table of strategy. And it is I guarantee you, everything you need to consider for strategy is up there on that board. It's sort of like, oh, not Wheel of Fortune. What is Jeopardy? Right? Okay. So, all the pieces that you need to address are there whether you choose to or not. And I guarantee you that most of the people doing strategy in the organization they're around or a part of are not looking at all these pieces. And you don't have to spend a day or a week on each one. Even if you were just to spend maybe five or ten or fifteen minutes on some of them, especially the ones in gold and the ones sort of in black and white in the middle. You will do better strategy than anyone that has a strategy title or anyone has a degree in strategy, etcetera. The first two lines are the most important. You can't really eliminate those. So there's the market sequence, which is all about taking the customer decision drivers and moving them through you know, either segmentation, but then, competitive analysis, then that sort of figures out your environmental analysis. That gives you your best position, that automatically identifies your best opportunities and your biggest threats, and that leads you to the framing of what should we be offering in the market based on those opportunities? How do we make use of those opportunities? What's critical here is that you have to do the whole sequence, and you have to do all the steps, and you have to do it in the sequence of these six pieces because the output of one module or process is the input to the next one. So one of the big problems with strategy is, you know, you have a strategic team, and you put these folks on the positioning. You put those folks on the customer. Whatever. Because you're not really looking at what what your customers need. Put these ones on the competition, and then we all sort of push it together and see what what we did. But everyone's using different criteria. They've identified different issues. If they've designed, identified decision drivers at all, they're not consistent across all those three things. So they don't go together. You have to start on the left and move through to the right Doesn't take forever. But I guarantee you when you get to the best the end, you will have found the best opportunities for that client or your company, etcetera. You'll also have teed up the best messages or elements for doing your external messaging to those customers later. Then, when you said, this is what we're going to do because this is the best the best things that we can offer in taking advantage of the operations or the opportunities we see Now you take it into operations and you do the operational sequence. You have to do it that order. What happens if you do it the reverse? You can yell it out, or you don't have to. You essentially reverse the process, and you build what you wanted to build in the first place, which is a lot of tech startups. Right? And then you end up building something that you wanted because you just assumed the rest. You assumed the market side. And then you find out, like, no. Nobody but you really wanted this. And you've voiced it lot of time and money, and that's 90 some odd percent of all startups. Right? So you have to do the market stuff first, and then you do the second round, which is, okay, we know we're gonna make this. How do we make this as well as possible? How do we configure? What capabilities are gonna we need? What are we gonna prioritize? Because that's gonna determine our partnership strategy, what we're gonna build ourselves, what we're gonna buy in services, what's our financial model in order to make all this worthwhile, And then how do we configure teams and etcetera. All of that follows after you figured out what the market actually needs or wants. That's the strategy process. That's how you clean up strategy and no longer do it sloppily. And the rest of it is all like, yeah. Then look at the trends, but the trends go there and there. There's two places where you consider trends. And you reweight them based on how important they are. Climate change better be a 10 out of 10, in whatever trend analysis you do. And if you have if it's not, then you begrudgingly, but you know, because you can't ignore it. You do the same thing for stakeholder analysis. So, everything that we've talked about in terms of stakeholder engagement over the last two years, this is where it hits strategy. And this is the complete list of stakeholder categories. They're not all gonna apply to everything you do, But the ones that you do, spend a few minutes and think, okay. Who's a potential friend and who's a potential foe? Because the friends become your partnership strategy, and the foes become your messaging or sort of messaging recovery risk mitigation strategy. Because you can tell immediately like, oh, they're gonna knock us on this. They're gonna say So we need to be prepared before we even go to market for that to happen. Right? Again, I guarantee that most business people have never even looked at the complete set or even bother doing a partnership strategy at the beginning, and certainly not a faux strategy. This is what it looks really messy like most of the design that we do. Like, it can look like this. By the way, it's not always a good idea when you're doing this sort of stakeholder analysis. All five kinds of value, Not bad to add data. Communication, meaning human communication, and trust into this too. Where is data moving? Where is trust built and not? Because those will help you identify new kinds of opportunities. So back to the SWOT, those SWOTs happen automatically, but they're two of them. One for the market sequence, one for the operational sequence. We've no longer commingled them. And they get automatically done in this process. Has anyone ever heard of, Porter's Five Forces? Anyone care to remember? Yeah. Well, it's not necessary. This is where Porter's five forces are. And basically, what Porter said was, there are five big forces that every company has to keep in in view. They have to prepare for, they have to keep their eye on. But when you look, and I'm not gonna run through them all, you can look them up. But when you look at the board now, not five forces. There's like 45 forces. All of it, any of it could kill you if you don't have your eyes on it. Right? It's the child labor NGOs that like came after Nike in the nineties for their, you know, their subcontractors' labor conditions. Nobody at Nike was even looking at it. It wasn't that the hated children or hated, people in other countries. They just weren't aware of it because nobody was looking at the whole board. Right? And so they weren't prepared when the n n NGOs finally came after them. Right? If you look to take five or ten minutes on each one of these sometime or at regular intervals, you'll identify these things before they happen, and then you can be prepared. For them. There's a bunch of questions that this helps you identify or answer. But these are the questions that you can use when you're talking to a client, or you're looking at a new job, or I just had a meeting, last Saturday with a bunch of investors that are trying to do investment better. And these are the questions I said. This is what you need to ask your start ups. You fund these before you fund them. And if they can't answer them, you either need to walk away or help them answer them because they're not gonna do a good job with that. And there's, like, three three pages of this. So it's not simple stuff, but it's important stuff. And all of you, I guarantee, have the ability to ask these questions, to do some of the research yourself, to ascertain the answers, and that makes you a better strategist than like 95% or 98% of all the strategists in the world that even have an MBA. I won't have time to do this, but I built a tool for you. You can go to that URL, and, it'll help you walk through these processes. It's in beta. There's some bugginess, whatever. But here's a tool that I made that you shouldn't have to reinvent yourself. And there's a bunch of other tools. So don't please don't take a photo of this because this is this is consulting work that I've done for a client. And they took their name off, but it probably shouldn't show up. But this is called a wavelength and it differs from a customer journey map because what it's tracking is what's going on in customers' heads. On the qualitative level. It's not tracking touch points. The touch points sort of end up getting referenced. It's tracking how people care and feel, and what's important to them, and how they're making decisions. So that's what these you know, confusion, anxiety, etcetera, that's what's bounding those customer wave lines. And then the green one is the ideal. And the the ideal is basically your opportunity to be a screenwriter or a script writer. Or any kind of author. You get to make a new story, but it's a story about the experience that plays out in emotions and meaning. And you write a new story, and then you go back later and say, okay, what touch points need to be there in order to make that the new story, the new experience And if you only look at the touch points, and again, you only look at the functional value, like, you'll never get to this. Because you're not framing the customer experience in terms of the things that is most important. If you sat down and try to do if you did this with a salesperson, you're gonna get a much better indicator of how someone sells that car or that, you know, piece of software, etcetera, than if you sit down and have a conversation with them only about the touch points and the functions that their customers say they need and maybe need or may not need, etcetera. So we need to use these tools to help us not just understand what needs to go into strategy, but then at the end, build that strategy and then deliver it. There's a bunch of other tools like theory of change. It's etcetera. That's probably not news to anyone that's in the NGA NGO world. That's sort of the tool of choice these days, but it's also really kinda simple. Right? Like, simple in the sense of who what are you trying to do? Who is it for? How's it gonna help them? How are you gonna measure your success in the end, and what's your end goal? Like, those are pretty standard obvious questions. But until this tool became standardized, bunch of stuff was funded that never sort of materialized because nobody required their fundee to have this mindset to look at these things and to track it. So thirty years ago, I gave a talk in Melbourne with this title, And I'm here again because it's happening again. At that time, it was about the Internet. And in in between mobile revolution, and now, of course, we have the dreaded AI. But in every storm becomes not just potential to disruption and even destruction, every storm also comes with opportunity. And so, the reason why I wanted to talk to you about strategy and the fact that you're well positioned to become a strategist, and you don't have to if you don't want to. That's totally fine. But should you want to, this may be one of the ways you weather that storm. Upskilling into strategy. Being absolutely audacious to go against the folks with the MBAs, because you can. I'm here to tell you, you have skills to do that. You may have to be really good at selling yourself and convincing someone those first couple times. But this may help you survive the storm that's coming. And we can't even see it's boundaries today, and it's changing so quickly, it will there will be good things that come after this storm. But we can't even see those today. But your ability to chart a course through that storm will be the difference between maybe not success and failure, but maybe satisfaction and dissatisfaction in your career over the next few years. I'll leave you with some really good advice from my friend Brenda Laurel, who taught her students about what she calls grand strategies. And I know a lot of us, regardless of your the opportunities you find or the work you're asked to do in the organizations that you work for, whether it's your own company or whether it's client. She says look for the grand strategy. What's the grand strategy that satisfies what you've been asked to do, what their criteria are, and satisfies your personal criteria as well. And in every situation, she tells us at least, there is a way to do this. Maybe it's that you want to put sustainability into you know, the criteria of what you're designing, don't just don't tell them. Right? Don't tell the client, don't tell your company, but do it anyway. Because you can sell sustainability on the basis of efficiency, Who doesn't wanna save money? Or on the basis with consumers' health, you can sell sell almost anything to consumers under the guise of health. Hopefully, it's things that will actually make them healthy. Inside a an organization, if you need to sell something like sustainability, but you can sell anything, Again, efficiency works. They wanna save money, they want more profit margin, or risk mitigation. Go talk to the lawyers because it's their entire job to mitigate risks. And if you can come at them with like, well, if we did this and we did it this way, we can mitigate our risk. Their ears will perk up, and they'll be on your side. And then, you know, they'll whisper in the CEO's ear like, oh, yeah, this is a good idea. Right? So there's always a way of building a grand a or whatever it is that you wanna do while satisfying whatever the meager often wrong headed criteria that you've been given that come from a client or come from your own organization. Okay. I'll leave it at that. I I know that I gave you a lot, and you're this is the end of the whole conference and you're all tired and whatnot, but I really appreciate your attention and this opportunity, Steve and John, and everyone else. And I just hope that you go forth in your career with some confidence that there is sunlight out there and, you have options that maybe you didn't think you had. Thank you. Thanks, Nathan. I'll let you grab a seat. Thanks very much. Okay. That brings us to the end of the conference for another year. Thank you all so much for, joining us on behalf of John, Jenny, Elba. We really appreciate you coming and spending time with us. Last last little factoid, to take away, grasshoppers evolved about 250,000,000 years ago, two hundred and forty million years ago. Grass evolved about 50,000,000 years ago. I know. Right? Like how did that happen? And it's mostly because they were just hoppers, I guess. For a long, long time. A few people have asked me whether my brain always works like this over the last few days. And one last fun fact, which is that while my mother was in labor with me, there was a total lunar eclipse. And I don't know whether that explains anything or nothing, but I'm also an Aquarian and I think that might. So, with that, thank you all so much. It's been a real delight, to be your host for the last few days. Hopefully, we see you again, but if not, Real delight, to be your host for the last few days. Hopefully, we see you again, but if not, head out there next week, and make a difference in the world. Thanks very much. ## Slides ### 00:00:10 # Skills for a Post-AI World - CRITICAL THINKING - CREATIVE THINKING - **COMMUNICATION SKILLS** - COLLABORATION SKILLS - SYSTEMS THINKING - STRATEGIC THINKING - SUSTAINABILITY & SOCIAL IMPACTS [nathan.com/tools](nathan.com/tools) [A red oval highlights "COMMUNICATION SKILLS"] [Screenshot of a crossword puzzle] ### 00:00:32 - CRITICAL THINKING - CREATIVE THINKING - COMMUNICATION SKILLS - COLLABORATION SKILLS ## FOR A POST-AI WORLD - SYSTEMS THINKING ### 00:00:48 # Skills for a Post-AI World - CRITICAL THINKING - CREATIVE THINKING - COMMUNICATION SKILLS - COLLABORATION SKILLS - SYSTEMS THINKING - STRATEGIC THINKING - **SUSTAINABILITY & SOCIAL IMPACTS** `nathan.com/tools ### 00:00:55 # Skills for a Post-AI World - CRITICAL THINKING - CREATIVE THINKING - COMMUNICATION SKILLS - COLLABORATION SKILLS - SYSTEMS THINKING - STRATEGIC THINKING - **SUSTAINABILITY & SOCIAL IMPACTS** `nathan.com/tools ### 00:01:21 ## SKILLS FOR A POST-AI WORLD - CRITICAL THINKING - CREATIVE THINKING - COMMUNICATION SKILLS - COLLABORATION SKILLS - **SYSTEMS THINKING** - **STRATEGIC THINKING** - SUSTAINABILITY & SOCIAL IMPACTS [A red circle highlights "SYSTEMS THINKING" and "STRATEGIC THINKING"] ### 00:01:22 # SKILLS FOR A POST-AI WORLD - CRITICAL THINKING - CREATIVE THINKING - COMMUNICATION SKILLS - COLLABORATION SKILLS - **SYSTEMS THINKING** - **STRATEGIC THINKING** - SUSTAINABILITY & SOCIAL IMPACTS [A red oval highlights "SYSTEMS THINKING" and "STRATEGIC THINKING"] ### 00:01:45 # EVERYONE SHOULD BE INVOLVED IN STRATEGY ### 00:02:07 # ORGANIZATION - **Core/Strategic:** - Accounting & Finance - Leadership - Board of Directors - Strategy - **Market-facing:** - Sales/Business Development - Customer Support - Marketing - Customer Experience - **Support/Internal:** - Legal - Human Resources - Employee Resource Groups - Offering Development - **Operations/Development:** - Manufacturing - Facilities - Research & Development - IT/Technology [Organizational diagram showing various departments grouped by function, with arrows indicating relationships between Strategy, Leadership, Board of Directors, Human Resources, Facilities, and Research & Development.] ### 00:02:25 # Organization Structure Diagram - **Central Role:** STRATEGY - **Key Functional Areas:** - **Leadership & Governance:** ACCOUNTING & FINANCE, LEADERSHIP, BOARD OF DIRECTORS, LEGAL, HUMAN RESOURCES - **Market-Facing:** SALES/BUSINESS DEVELOPMENT, CUSTOMER SUPPORT, MARKETING, CUSTOMER EXPERIENCE - **Internal Support:** EMPLOYEE RESOURCE GROUPS, OFFERING DEVELOPMENT - **Operations & Technology:** MANUFACTURING, FACILITIES, RESEARCH & DEVELOPMENT, IT/TECHNOLOGY - **Primary Connections (indicated by thick black arrows):** - BOARD OF DIRECTORS, LEADERSHIP, and HUMAN RESOURCES feed into STRATEGY. - STRATEGY connects to LEADERSHIP and SALES/BUSINESS DEVELOPMENT. - **General Interactions:** Many thin grey arrows show interconnections among all departments. [Diagram showing an organization's structure with departments grouped by function and connected by arrows, highlighting Strategy as a central element.] ### 00:02:29 # Organization Structure ## Core Functions - ACCOUNTING & FINANCE - LEADERSHIP - BOARD OF DIRECTORS - STRATEGY ## Market-Facing Functions - SALES/BUSINESS DEVELOPMENT - CUSTOMER SUPPORT - MARKETING - CUSTOMER EXPERIENCE ## Support & Development Functions - LEGAL - HUMAN RESOURCES - EMPLOYEE RESOURCE GROUPS - OFFERING DEVELOPMENT ## Operational & Technical Functions - MANUFACTURING - FACILITIES - RESEARCH & DEVELOPMENT - IT/TECHNOLOGY [Diagram showing an organization's departments and functions, grouped into four colored sections, with arrows indicating relationships and flow, particularly involving 'STRATEGY'.] ### 00:02:53 # ORGANIZATION - **Core Functions:** - ACCOUNTING & FINANCE - LEADERSHIP - BOARD OF DIRECTORS - STRATEGY - LEGAL - HUMAN RESOURCES - **Market-Facing Functions:** - SALES/BUSINESS DEVELOPMENT - CUSTOMER SUPPORT - MARKETING - CUSTOMER EXPERIENCE - **Support & Development:** - EMPLOYEE RESOURCE GROUPS - OFFERING DEVELOPMENT - **Operations & Technology:** - MANUFACTURING - FACILITIES - RESEARCH & DEVELOPMENT - IT/TECHNOLOGY [Organizational diagram showing departments grouped into functional areas, with arrows illustrating relationships and flows between them, particularly emphasizing connections to Strategy and Human Resources.] ### 00:03:17 # WHERE DOES STRATEGY HAPPEN? - Concept + Planning - Design, Prototype + Specification - Production - Testing - Launch/Maint. ## Product & Service Development - How do we make and deliver the best value? - How do we best develop and deliver these offerings? [Double diamond diagram illustrating a product and service development process, with phases Plan/Analyze (blue diamond) and Synthesize (green diamond), and labels for product strategy, engineering, and experience.] ### 00:03:41 # WHERE DOES STRATEGY HAPPEN? | Business Strategy | Business Development | Concept + Planning | Design, Prototype + Specification | Production | Testing | Launch/Maint. | |---|---|---|---|---|---|---| | Analyze | Synthesize | Plan/Analyze | Synthesize | | | | ## Corporate Strategy Development - What business should be in? - What should be offer customers/the market? - How do we provide and earn value? ## Product & Service Development - How do we make and deliver the best value? - How do we best develop and deliver these offerings? [Double diamond diagram illustrating a strategic process, with phases like Business Strategy, Business Development, Concept + Planning, Design, Prototype + Specification, Production, Testing, and Launch/Maintenance. The left diamond focuses on "corp. strategy" with inputs from "engineering" and "experience", while the right diamond focuses on "prod. strategy" also with "engineering" and "experience" elements, showing a progression from analysis to synthesis.] ### 00:04:03 # WHERE DOES STRATEGY HAPPEN? ## Stages of Strategy Development - **Business Strategy**: Analyze - **Business Development**: Synthesize - **Concept + Planning**: Plan/Analyze ### 00:04:27 # WHERE DOES STRATEGY HAPPEN? ## Corporate Strategy Development - **Analyze**: Business Strategy - **Synthesize**: Business Development - What business should be in? - What ### 00:04:29 # WHERE DOES STRATEGY HAPPEN? ## Corporate Strategy Development - **Analyze**: Business Strategy - **Synthesize**: Business Development - What business should be in? - What ### 00:04:54 # WHERE DOES STRATEGY HAPPEN? ## Process Steps - Business Strategy - Strategy/Intent - Business Development - Concept + Planning - Design, Prototype + Specification - Production - Testing - Launch/Maint. ## Corporate Strategy Development - What business should be in? - What should be offer customers/the market? - How do we provide and earn value? ## Product & Service Development - How do we make and deliver the best value? - How do we best develop and deliver these offerings? [Double diamond diagram illustrating a strategic development process, with the left diamond representing Corporate Strategy Development (Analyze, Synthesize) and the right representing Product & Service Development (Plan/Analyze, Synthesize). Both diamonds show overlapping areas of "engineering", "strategy" (corporate or product), and "experience". An arrow highlights "Strategy/Intent" feeding into "corp. strategy".] ### 00:05:17 # WHERE DOES STRATEGY HAPPEN? - **Business Strategy** (Analyze) - **Business Development** (Synthesize) - **Concept + Planning** (Plan/Analyze) - **Design, Prototype + Specification** - **Production** (Synthesize) - **Testing** - **Launch/Maint.** ## Corporate Strategy Development - What business should be in? - What should be offer customers/the market? - How do we provide and earn value? ## Product & Service Development - How do we make and deliver the best value? - How do we best develop and deliver these offerings? [Double diamond diagram showing two main phases: Corporate Strategy Development (left diamond, with "engineering", "corp. strategy", "experience" inputs) and Product & Service Development (right diamond, with "prod. strategy", "engineering", "experience" inputs and iterative circles), connected by a "Product Brief" document.] ### 00:05:30 # WHERE DOES STRATEGY HAPPEN? ## Process Steps - Business Strategy (Analyze) - Business Development (Synthesize) - "Product Brief" - Concept + Planning (Plan/Analyze) - Design, Prototype + Specification - Production (Synthesize) - Testing - Launch/Maint. ## Corporate Strategy Development - What business should be in? - What should be offer customers/the market? - How do we provide and earn value? ## Product & Service Development - How do we make and deliver the best value? - How do we best develop and deliver these offerings? [Double diamond diagram illustrating a strategy process, with a left diamond for Corporate Strategy Development (involving engineering, corporate strategy, and experience) and a right diamond for Product & Service Development (involving product strategy, engineering, and experience). A "Product Brief" document connects the two diamonds.] ### 00:05:52 # WHERE DOES STRATEGY HAPPEN? ## Corporate Strategy Development - What business should be in? - What should be offer customers/the market? - How do we provide and earn value? ## Product & Service Development - How do we make and deliver the best value? - How do we best develop and deliver these offerings? [Diagram illustrating a double diamond model for strategy development. The left diamond, labeled "Corporate Strategy Development," shows "engineering," "corp. strategy," and "experience" converging and diverging. The right diamond, labeled "Product & Service Development," shows "engineering," "prod. strategy," and "experience" progressing through a series of expanding circles, with "reframe!" highlighted by a red circle and an arrow, ### 00:06:17 # WHERE DOES STRATEGY HAPPEN? ## Process Steps - Business Strategy: Analyze - Business Development: Synthesize - Concept + Planning: Plan/Analyze - Design Research ### 00:06:27 # WHERE DOES STRATEGY HAPPEN? - Business Strategy (Analyze) - Business Development (Synthesize) - Concept + Planning (Plan/Analyze) - Design Research - Design, Prototype + Specification - Production (Synthesize) - Testing - Launch/Maint. ## Corporate Strategy Development - What business should be in? - What should we offer customers/the market? - How do we provide and earn value? ## Product & Service Development - How do we make and deliver the best value? - How do we best develop and deliver these offerings? [Double diamond diagram illustrating a strategic development process, with phases like Business Strategy, Business Development, Concept + Planning, Design Research, Design, Prototype + Specification, Production, Testing, and Launch/Maintenance. The left diamond focuses on Corporate Strategy Development, and the right diamond on Product & Service Development, with "reframe!" highlighted in the second diamond.] ### 00:06:50 # WHERE DOES STRATEGY HAPPEN? ## Corporate Strategy Development - **Business Strategy** (Analyze) - **Strategy/Intent** - **Business Development** (Synthesize) What business should be in? What should be offer customers/the market? How do we provide and earn value? ## Product & Service Development - **Concept + Planning** (Plan/Analyze) - **Design Research** - **Design, Prototype + Specification** - **Production** - **Testing** - **Launch/Maint.** (Synthesize) How do we make and deliver the best value? How do we best develop and deliver these offerings? [Diagram showing a two-stage process, from Corporate Strategy Development to Product & Service Development, with inputs from Customer & Market Insights and Qualitative Data. Each stage is represented by a funnel-like shape containing overlapping areas for engineering, strategy, and experience.] ### 00:07:13 (CONTEXT): - CUSTOMERS - COMPETITORS - MARKETS - TRENDS - STAKEHOLDERS # SITUATIONAL STRATEGY ### 00:07:25 # SITUATIONAL STRATEGY (CONTEXT): - CUSTOMERS - COMPETITORS - MARKETS - TRENDS - STAKEHOLDERS ### 00:07:47 ### (CONTEXT): - CUSTOMERS - COMPETITORS - MARKETS - TRENDS - STAKEHOLDERS ## SITUATIONAL STRATEGY ### 00:08:08 # SITUATIONAL STRATEGY ### (CONTEXT): - CUSTOMERS - COMPETITORS - MARKETS - TRENDS - STAKEHOLDERS ### (CONTEXT): - PERSONAL - SOCIAL & CULTURAL - ECONOMIC - POLITICAL - ECOLOGICAL - TECHNOLOGICAL - FUNCTIONAL - FINANCIAL - EMOTIONAL - IDENTITY - MEANINGFUL ### 00:08:26 # OPERATIONAL STRATEGY (HOW THINGS WORK): - FUNDING/PRICING - MANUFACTURING/PRODUCTION/REQUIREMENTS - INNOVATION - SERVICE - PARTNERSHIPS ### 00:08:30 # OPERATIONAL STRATEGY (HOW THINGS WORK): - FUNDING/PRICING - MANUFACTURING/PRODUCTION/REQUIREMENTS - INNOVATION - SERVICE - PARTNERSHIPS ### 00:08:51 # OPERATIONAL STRATEGY (HOW THINGS WORK): - FUNDING/PRICING - MANUFACTURING/PRODUCTION/REQUIREMENTS - INNOVATION - SERVICE - PARTNERSHIPS ### 00:09:12 # TRADITIONAL STRATEGY IS - **Slow, sloppy, ineffective, & expensive** - Often isolated - Some of the most important sources of information are never sourced. - Periodic, out-of-sequence, & incomplete - Disconnected with operations - Based on unchallenged assumptions > "We made a miscalculation, but it's consistent with our over-all strategy." [Cartoon illustration of a business meeting where a person points at a chart showing a downward trend, while others sit around a table.] ### 00:09:28 # TRADITIONAL STRATEGY IS - **Slow, sloppy, ineffective, & expensive** - Often isolated - Some of the most important sources of information are never sourced. - Periodic, out-of-sequence, & incomplete - Disconnected with operations - Based on unchallenged assumptions [Cartoon illustration of a business meeting where a man points at a declining graph, and another man says, "We made a miscalculation, but it's consistent with our over-all strategy."] ### 00:09:32 ## TRADITIONAL STRATEGY IS - **Slow, sloppy, ineffective, & expensive** - Often isolated - Some of the most important sources of information are never sourced. - Periodic, out-of-sequence, & incomplete - Disconnected with operations - Based on unchallenged assumptions > "We made a miscalculation, but it's consistent with our over-all strategy." [Cartoon illustration of a business meeting where a man points to a declining graph on an easel, while other attendees look on] ### 00:09:55 # TRADITIONAL STRATEGY IS - **Slow, sloppy, ineffective, & expensive** - Often isolated - Some of the most important sources of information are never sourced. - Periodic, out-of-sequence, & incomplete - Disconnected with operations - Based on unchallenged assumptions > "We made a miscalculation, but it's consistent with our over-all strategy." [Cartoon illustration of a business meeting where a man points to a declining graph on an easel, while other people sit around a table looking concerned.] ### 00:10:18 # TRADITIONAL STRATEGY IS **SLOPPY** ### 00:10:32 ## TRADITIONAL STRATEGY IS **SLOPPY** ### 00:10:54 # TRADITIONAL STRATEGY IS **SLOPPY** ## EXHIBIT A: THE SWOT - Strengths - Weaknesses - Opportunities - Threats ### 00:11:15 # TRADITIONAL STRATEGY IS **SLOPPY** EXHIBIT A: THE SWOT - Strengths - Weaknesses - Opportunities - Threats ### 00:11:27 ## TRADITIONAL STRATEGY IS SLOPPY ### EXHIBIT A: THE SWOT **Strengths** - We know what people want! - We're young! - We're nimble! - We're on the blockchain! - We read the Steve Jobs bio! **Weaknesses** - Not a lot of capital - We're just starting up - We work too much - We care too much - We're perfectionists **Opportunities** - Be first to market (and own it all)! - Use AI! - Be the next ______! - Create an "experience" **Threats** - None (because no one can do what we do)! - We don't have a "big data" strategy ### 00:11:49 # TRADITIONAL STRATEGY IS SLOPPY ## EXHIBIT A: THE SWOT ### Strengths - We know what people want! - We're young! - We're nimble! - We're on the blockchain! - We read the Steve Jobs bio! ### Weaknesses - Not a lot of capital - We're just starting up - We work too much - We care too much - We're perfectionists ### Opportunities - Be first-to-market (and own it all)! - Use AI! - Be the next ________! - Create an "experience" ### Threats - None (because no one can do what we do)! - We don't have a "big-data" strategy ### 00:12:11 # TRADITIONAL STRATEGY IS **SLOPPY** EXHIBIT A: THE SWOT ## Strengths - We know what people want! - We're young! - We're nimble! - We're on the blockchain! - We read the Steve Jobs bio! ## Weaknesses - Not a lot of capital - We're just starting up - We work too much - We care too much - We're perfectionists ## Opportunities - Be first-to-market (-and own it-all)! - Use-AI! - Be the next _________! - Create an "experience" ## Threats - None (because no one can do what we do)! - We don't have a "big-data" strategy ### 00:12:28 # TRADITIONAL STRATEGY IS **SLOPPY** ## EXHIBIT B: THE PoS ### Positioning Statement: For that , our , company> is a solution that Unlike, , our , company> is . ### 00:12:49 ## TRADITIONAL STRATEGY IS **SLOPPY** EXHIBIT B: THE PoS ### Positioning Statement: For **Professor Plum** that **needs to kill someone**, our **noose** is a solution that **is silent**. Unlike, **Miss Scarlett**, our **noose** is **purple**. ### 00:13:11 # TRADITIONAL STRATEGY IS **SLOPPY** EXHIBIT C: THE STRATEGIC CHOICE" CASCADE [A cascade diagram showing five interconnected red boxes, representing steps in a strategic choice process: 1. What are our goals and aspirations? 2. Where will we play? 3. How will we win in chosen markets? 4. How will we configure? 5. What priority initiatives?] ### 00:13:29 # TRADITIONAL STRATEGY IS **SLOPPY** ## EXHIBIT C: THE STRATEGIC CHOICE" CASCADE [Diagram showing a cascade of five red boxes, each containing a question, connected by dashed arrows. The questions are: "What are our goals and aspirations?", "Where will we play?", "How will we win in chosen markets?", "How will we configure?", and "What priority initiatives?"] ### 00:13:31 # TRADITIONAL STRATEGY IS **SLOPPY** ## EXHIBIT C: THE STRATEGIC CHOICE ## CASCADE [Diagram showing a cascade of strategic questions: "What are our goals and aspirations?" leads to "Where will we play?" which leads to "How will we win in chosen markets?" which leads to "How will we configure?" which leads to "What priority initiatives?"] ### 00:13:53 # TRADITIONAL STRATEGY IS **SLOPPY** ## EXHIBIT C: THE STRATEGIC "CHOICE CASCADE" [Diagram showing a cascade of five interconnected red boxes, each representing a strategic question: "What are our goals and aspirations?", "Where will we play?", "How will we win in chosen markets?", "How will we configure?", and "What priority initiatives?"] ### 00:14:15 # TRADITIONAL STRATEGY IS **SLOPPY** ## EXHIBIT C: THE STRATEGIC "CHOICE CASCADE" [Diagram showing a "Choice Cascade" flow: "What are our goals and aspirations?" leads to "Where will we play?", which leads to "How will we win in chosen markets?", which leads to "How will we configure?", which finally leads to "What priority initiatives?"] ### 00:14:28 # TRADITIONAL STRATEGY IS BROKEN www.mckinsey.com/featured-insights/innovation-and-growth/what-every-ceo-needs-to-know-about-superstar-companies - 3 Year Average Economic Profit for 1995-17 = $3.5B - 2014-16 = $6.4B [Line graph showing economic profit over time. The white line (1995-17) starts at -$1.02 billion and rises to $0.85 billion. The blue line (2014-16) starts at -$1.56 billion and rises to $1.36 billion, showing a steeper increase towards the top, with annotations of 1.5x and 1.6x multipliers.] ### 00:14:51 # TRADITIONAL STRATEGY IS BROKEN www.mckinsey.com/featured-insights/innovation-and-growth/what-every-ceo-needs-to-know- ### 00:15:16 # TRADITIONAL STRATEGY IS BROKEN [www.mckinsey.com/featured-insights/innovation-and-growth/what-every-ceo-needs-to-know-about-superstar-companies](www.mckinsey.com/featured-insights/innovation-and-growth/what-every-ceo-needs-to-know-about-superstar-companies) - 3 Year Average Economic Profit for 1995-17 = $3.5B - 2014-16 = $6.4B - **70% of all global companies are "zombie companies"** (meaning that they create little value and barely service their debt) [Line graph showing economic profit trends over time, with two lines representing different periods. The graph shows a significant increase in profit for the top performers in the later period, with specific values like -$1.56 billion, -$1.02 billion, $0.85 billion, and $1.36 billion marked, along with multipliers 1.5x and 1.6x.] ### 00:15:29 # TRADITIONAL STRATEGY IS BROKEN www.mckinsey.com/featured-insights/innovation-and-growth/what-every-ceo-needs-to ### 00:15:37 # TRADITIONAL STRATEGY IS BROKEN www.mckinsey.com/featured-insights/innovation-and-growth/what-every-ceo-needs-to-know ### 00:16:02 # TRADITIONAL STRATEGY IS BROKEN www.mckinsey.com/featured-insights/innovation-and-growth/what-every-ceo-needs-to-know-about-superstar-companies - 3 Year Average Economic Profit for 1995-17 = $3.5B - 2014-16 = $6.4B > 70% of all global companies are "zombie companies" (meaning that they create little value and barely service their debt) [Line graph showing two trends of 3-year average economic profit from "1 Bottom" to "10 Top" companies. The 1995-2017 trend (white line) shows a gradual increase from -$1.56 billion to $0.85 billion. The 2014-2016 trend (blue line) shows a steeper increase from -$1.02 billion to $1.36 billion, indicating a 1.6x growth for top companies and 1.5x loss for bottom companies compared to the earlier period.] ### 00:16:25 # TRADITIONAL STRATEGY IS BROKEN www.mckinsey.com/featured-insights/innovation-and-growth/what-every-ceo-needs-to-know-about-superstar-companies - 3 Year Average Economic Profit for 1995-17 = $3.5B - 2014-16 = $6.4B > 70% of all global companies are "zombie companies" (meaning that they create little value and barely service their debt) [Line graph showing economic profit distribution from bottom to top companies, comparing 1995-17 (white line) with 2014-16 (blue line), illustrating a widening gap in profit between top and bottom performers.] ### 00:16:50 # DECISION-DRIVERS! ### 00:17:21 # THERE ARE 5 KINDS OF VALUE - **Functional Value** - **Financial Value** (...at a price that is worth it?) [Illustration of a person's silhouette surrounded by concentric layers, with two layers labeled as Functional Value and Financial Value] ### 00:17:24 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value (...at a price that is worth it?) [Illustration of a person's silhouette surrounded by concentric purple and white layers] ### 00:17:45 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value (...at a price that is worth it?) [Illustration of a person's silhouette surrounded by concentric purple layers, with lines pointing to two layers labeled "Functional Value" and "Financial Value"] toolsofthefutureX ### 00:18:07 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value (Does this make me feel ____?) [Illustration of a person's silhouette surrounded by three concentric layers, representing different types of value.] ### 00:18:25 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value (Does this make me feel ____?) [Illustration of a female silhouette surrounded by concentric layers, with lines pointing to different types of value] ### 00:18:27 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value (Does this make me feel ____?) [Illustration of a female silhouette surrounded by concentric layers, with lines pointing to different types of value] ### 00:18:50 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value (Does this make me feel ____?) toolsforthefutureX [Illustration of a female silhouette surrounded by concentric layers, with lines connecting the layers to different types of value.] ### 00:19:11 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value (Does this make me feel ____?) toolsforthefutureX [Illustration of a female silhouette surrounded by concentric purple layers, with lines pointing to different types of value] ### 00:19:25 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value (Does this make me feel ____?) toolsforthefutureX [Diagram of a person's silhouette with three concentric layers labeled Functional Value, Financial Value, and Emotional Value] ### 00:19:46 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value - (Does this make me feel ____?) [Illustration of a person's silhouette surrounded by concentric layers, with lines pointing to different types of value] ### 00:20:08 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value - (Does this make me feel ____?) toolsforthefutureX ### 00:20:30 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value (Does this make me feel ____?) [Illustration of a person's silhouette surrounded by concentric layers, with lines pointing to labels for different types of value] ### 00:20:32 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value (Does this make me feel ____?) [Illustration of a person's silhouette surrounded by concentric layers, with labels pointing to the layers] ### 00:20:54 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value - Identity Value (Is it me?) [Diagram showing a silhouette of a person surrounded by concentric layers, with lines pointing to different types of value: Functional, Financial, Emotional, and Identity.] ### 00:21:16 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value - Identity Value (Is it me?) [Illustration of a person's silhouette surrounded by four concentric layers, each labeled with a type of value] ### 00:21:42 # THERE ARE 5 KINDS OF VALUE ## 15 CORE MEANINGS: - Accomplishment - Beauty - Creation - Community - Duty - Enlightenment - Freedom - Harmony - Justice - Oneness - Redemption - Security - Truth - Validation - Wonder toolsforthefutureX Definitions: makingmeaning.org ### 00:22:04 # THERE ARE 5 KINDS OF VALUE ## 15 CORE MEANINGS: - Accomplishment - Beauty - Creation - Community - Duty - Enlightenment - Freedom - Harmony - Justice - Oneness - Redemption - Security - Truth - Validation - Wonder toolsforthefutureX Definitions: makingmeaning.org ### 00:22:26 # THERE ARE 5 KINDS OF VALUE ## 15 CORE MEANINGS: - Accomplishment - Beauty - Creation - Community - Duty - Enlightenment - Freedom - Harmony - Justice - Oneness - Redemption - Security - Truth - Validation - Wonder toolsforthefutureX Definitions: makingmeaning.org ### 00:22:47 # THERE ARE 5 KINDS OF VALUE ## Quantitative Values: - **Functional Value** - **Financial Value** ## Qualitative Values: (Also called Premium Value) - **Emotional Value** - **Identity Value** - **Meaningful Value** ### 00:23:11 # THERE ARE 5 KINDS OF VALUE - Instagram ### Quantitative Values: - Functional Value - Financial Value ### Qualitative Values: (Also called Premium Value) - Emotional Value - Identity Value - Meaningful Value $1.1B = Total Value [Iceberg diagram illustrating value types, with the visible tip representing Quantitative Values and the submerged mass representing Qualitative Values.] ### 00:23:25 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value - Identity Value - Meaningful Value - = Total Value [Iceberg diagram illustrating different types of value. Above the waterline, "Functional Value" and "Financial Value" are shown, associated with "Instagram" and "$0.086B". Below the waterline, "Emotional Value", "Identity Value", and "Meaningful Value" are shown, associated with "$1.1B" and a question mark, summing up to "= Total Value".] ### 00:23:48 # THERE ARE 5 KINDS OF VALUE Instagram $0.086B $1.014B $1.1B - Functional Value - Financial Value - Emotional Value - Identity Value - Meaningful Value - = Total Value [Iceberg diagram showing a small portion above water labeled with "Instagram" and "$0.086B", and a much larger submerged portion labeled with "$1.014B" and "$1.1B". A list of value types is presented next to the submerged part.] ### 00:24:12 # THERE ARE 5 KINDS OF VALUE - Functional Value - Financial Value - Emotional Value - Identity Value - Meaningful Value - = Total Value [ ### 00:24:25 ### Qualitative Value Is Invisible to Traditional Business Tools! ### 00:24:46 # Qualitative Value Is Invisible to Traditional Business Tools! ### 00:25:07 # ALL BUSINESS IS ABOUT BEHAVIOR CHANGE ### Fogg Behavior Model **B=mat** behavior motivation ability trigger at same moment The graph illustrates the Fogg Behavior Model with: ### 00:25:26 # ALL BUSINESS IS ABOUT BEHAVIOR CHANGE ### Fogg Behavior Model **B=mat** behavior motivation ability trigger at same moment [Graph illustrating the Fogg Behavior Model with "motivation" on the Y-axis (High Motivation to Low Motivation) and "ability" on the X-axis (Hard to Do to Easy to Do). A curved "Action Line" separates the region where "triggers succeed here" (above the line) from where "triggers fail here" (below the line).] ### 00:25:30 # ALL BUSINESS IS ABOUT BEHAVIOR CHANGE ## Fogg Behavior Model **B=mat** behavior motivation ability trigger at same moment [Graph illustrating the Fogg Behavior Model, with "motivation" on the y-axis (High to Low) and "ability" on the x-axis (Hard to Do to Easy to Do). A curved "Action Line" separates the region where "triggers succeed here" (above the line) from where "triggers fail here" (below the line).] www.BehaviorModel.org © 2007 BJ Fogg For permissions, contact BJ Fogg ### 00:25:52 # ALL BUSINESS IS ABOUT BEHAVIOR CHANGE ## Fogg Behavior Model B=mat behavior motivation ability trigger at same moment [Graph showing the Fogg Behavior Model with Motivation on the y-axis (High to Low) and Ability on the x-axis (Hard to Do to Easy to Do). A curved "Action Line" separates the upper-right region where "triggers succeed here" from the lower-left region where "triggers fail here".] ### 00:26:14 ## QUAL VS. QUANT ### 00:26:27 # QUAL VS. QUANT ### 00:26:47 # QUAL VS. QUANT ### 00:27:08 # & # QUAL VS. QUANT ### 00:27:28 & QUAL VS. QUANT ### 00:27:49 # & ## QUAL VS. QUANT ### 00:28:08 ## & ## QUAL ~~VS.~~ QUANT ### 00:28:29 # & ## QUAL VS. QUANT ### 00:28:30 ## & QUAL VS. QUANT ### 00:28:50 # & QUAL ~~VS.~~ QUANT ### 00:29:11 & QUAL VS. QUANT ### 00:29:29 # WHERE DO YOU FIND THESE? ### 00:29:31 # WHERE DO YOU FIND THESE? ### 00:29:51 ## What about B2B? ### 00:30:11 ## NOBODY EVER GOT FIRED FOR HIRING _______ ? ### 00:30:32 NOBODY EVER GOT FIRED FOR HIRING ________ ? ### 00:30:53 # NOBODY EVER GOT FIRED FOR HIRING ______ ? ### 00:31:15 ## NOBODY EVER GOT FIRED FOR HIRING ________ ? ### 00:31:31 # NOBODY EVER GOT FIRED FOR HIRING ________ ? ### 00:31:52 # A MORE COMPLETE MODEL FOR STRATEGY ## MARKET - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP) - ### 00:32:17 # A MORE COMPLETE MODEL FOR STRATEGY ## Market - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP) - OFFERINGS ### 00:32:41 # A MORE COMPLETE MODEL FOR STRATEGY ## Model Categories **MARKET** - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE ### 00:33:06 # A MORE COMPLETE MODEL FOR STRATEGY ## Market - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP) - ### 00:33:27 # A MORE COMPLETE MODEL FOR STRATEGY ### MARKET - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP) - OFFER ### 00:33:30 # A MORE COMPLETE MODEL FOR STRATEGY ## MARKET - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP) - ### 00:33:54 # A MORE COMPLETE MODEL FOR STRATEGY ## Market - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP) - ### 00:34:18 # A MORE COMPLETE MODEL FOR STRATEGY - **MARKET** (top row, red boxes): - CUSTOMERS - SEGMENTS - COMPETITORS ### 00:34:23 # A MORE COMPLETE MODEL FOR STRATEGY - **MARKET** (top row, red boxes): - CUSTOMERS - SEGMENTS - COMPETITORS ### 00:34:47 # A MORE COMPLETE MODEL FOR STRATEGY **Market** - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP) - ### 00:35:11 # A MORE COMPLETE MODEL FOR STRATEGY ## Market - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP) - OFFER ### 00:35:27 # A MORE COMPLETE MODEL FOR STRATEGY ## Market - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP) - OFFER ### 00:35:34 # A MORE COMPLETE MODEL FOR STRATEGY ## Market - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP) - OFFER ### 00:35:59 # A MORE COMPLETE MODEL FOR STRATEGY **MARKET** - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP ### 00:36:23 # A MORE COMPLETE MODEL FOR STRATEGY ## Categories of Strategic Elements ### Market - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUN ### 00:36:27 # A MORE COMPLETE MODEL FOR STRATEGY ## Categories of Strategic Elements ### Market - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUN ### 00:36:52 # A MORE COMPLETE MODEL FOR STRATEGY - **MARKET** - CUSTOMERS - SEGMENTS - COMPETITORS ### 00:37:17 # A MORE COMPLETE MODEL FOR STRATEGY [Complex network diagram illustrating a strategic model, centered around "UNIQLO", showing interconnected entities such as investors, customers, competitors, supply chain, ### 00:37:30 # A MORE COMPLETE MODEL FOR STRATEGY - MARKET - **CUSTOMERS** - SEGMENTS - **SWOT** - POSITION - ### 00:37:54 # A MORE COMPLETE MODEL FOR STRATEGY This model categorizes strategic elements into several dimensions: **Market:** - **CUSTOMERS** (highlighted) - SEGMENTS ### 00:38:18 # A MORE COMPLETE MODEL FOR STRATEGY ## Market - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUNITIES (VALUE PROP) - OFFERINGS ### 00:38:31 ## A MORE COMPLETE MODEL FOR STRATEGY ### Market - **CUSTOMERS** - SEGMENTS - **COMPETITORS** - POSITION - OPPORTUNITIES ( ### 00:38:56 ### WHAT DO CUSTOMERS BASE THEIR **BUYING DECISIONS** UPON? ### HOW WILL YOU GET THEM TO CHANGE THEIR BEHAVIOR? ### WHAT VALUE ARE YOU PROVIDING YOUR CUSTOMERS?—with evidence! (Functional, Financial, Emotional, Identity, Meaning) ### 00:39:18 WHAT DO CUSTOMERS BASE THEIR BUYING DECISIONS UPON? HOW WILL YOU GET THEM TO CHANGE THEIR BEHAVIOR? WHAT VALUE ARE YOU PROVIDING YOUR CUSTOMERS?—with evidence! (Functional, Financial, Emotional, Identity, Meaning) ### 00:39:44 - WHAT ARE THE BEST MARKETS TO ADDRESS AND IN WHAT ORDER? - WHICH PARTNERS ARE KEY TO SUCCESS (INDUSTRY, NON-PROFITS, & GOVERNMENT)? - WHAT RISKS FROM STAKEHOLDERS DO YOU NEED TO MITIGATE? - WHAT IS YOUR "THEORY OF CHANGE" FOR SOCIAL & ECOLOGICAL IMPACTS? ### 00:40:06 ### Projects / [Project Name] Dashboard # HTTP://ASTRA.TOOLS ## Market - CUSTOMERS - SEGMENTS - COMPETITORS - POSITION - OPPORTUN ### 00:40:30 # SWITCH JOURNEY WAVELINE ## Every cohort collapses in the same place: the switch gauntlet. - **SWITCHERS — NET-NEW ACQUISITION** - Journey - AI & friction - **UPSELL — FIBER -> WIRELESS** - Journey - AI & friction - **CROSS-STUDY** - Switching vs upsell - **FOR THE BUILD TEAM** - Every gap, in one list Search every card, verbatim, gap, marker and respondent - **ISOLATE A LINE** - Actively dissatisfied — primed to move - Ready switchers — confident, low-friction - Inert but eligible — anxiety dominates - Ideal - Hide meaning labels - Copy link - **TRACE A RESPONDENT** - Joe - John - Amber - Donald - Kristin ### THE WAVELINE **Stages of the Journey (X-axis):** 1. Latent (no intent) - Low expectations. Disinterest. 2. Prompt & awareness - Sees an ad on ESPN+ for plans built for new customers and streamers. - Ignores the email three times; clicks on the fourth. 3. Trigger 4. Awareness - Wondering what the catch is. - As ### 00:40:31 # SWITCH JOURNEY WAVELINE ## Every cohort collapses in the same place: the switch gauntlet. - **SWITCHERS — NET-NEW ACQUISITION** - Journey - AI & friction - **UPSELL — FIBER -> WIRELESS** - Journey - AI & friction - **CROSS-STUDY** - Switching vs upsell - **FOR THE BUILD TEAM** - Every gap, in one list Search every card, verbatim, gap, marker and respondent - **ISOLATE A LINE** - Actively dissatisfied — primed to move - Ready switchers — confident, low-friction - Inert but eligible — anxiety dominates - Ideal - Hide meaning labels - Copy link - **TRACE A RESPONDENT** - Joe - John - Amber - Donald - Kristin ### THE WAVELINE **Stages of the Journey (X-axis):** 1. Latent (no intent) - Low expectations. Disinterest. 2. Prompt & awareness - Sees an ad on ESPN+ for plans built for new customers and streamers. - Ignores the email three times; clicks on the fourth. 3. Trigger 4. Awareness - Wondering what the catch is. - As ### 00:40:56 # Every cohort collapses in the same place: the switch gauntlet. ## SWITCH JOURNEY WAVELINE ### Filters - **SWITCHERS — NET-NEW ACQUISITION** - Journey ### 00:41:20 # Every cohort collapses in the same place: the switch gauntlet. [Screenshot of a "Waveline" chart, a complex line graph showing different emotional states and actions over time during a customer "switch journey", with stages like "Latent (no intent)", "Prompt & awareness", "Trigger", "Awareness", "Eligibility & offer", "Switch gauntlet", "Sign-up & activation", and "First 30 days", and emotional states such as "Disinterested", "Wary", "Curiosity", "Suspicion", "Confusion", "Anxiety", "Frustration", "Resignation", "Comfort", "Accomplishment", "Recognition", "Freedom", and "Trust".] ### 00:41:46 # Every cohort collapses in the same place: the switch gauntlet. ### Switch Journey Waveline **Filters & Controls:** - **Switchers — Net-New Acquisition:** Journey, ### 00:42:10 # IMPACT TOOL: THEORY OF CHANGE - **What is the problem you're trying to solve?** - *(Space for input)* - KEY ASSUMPT ### 00:42:32 # IMPACT TOOL: THEORY OF CHANGE - **What is the problem you're trying to solve?** - KEY ASSUMPTIONS - **Who is your key audience?** ### 00:42:33 # IMPACT TOOL: THEORY OF CHANGE - **What is the problem you're trying to solve?** - KEY ASSUMPTIONS - **Who is your key audience?** ### 00:42:58 # THERE'S A STORM COMING... [Image of a lightning storm illuminating dark clouds and silhouetted trees] ### 00:43:20 # THERE'S A STORM COMING... [Image of a stormy sky with multiple lightning bolts illuminating dark clouds and trees below] ### 00:43:45 # WEB DIRECTIONS UX AUSTRALIA Sydney, August 2026 ## THERE'S A STORM COMING... [Image of a dramatic lightning storm over a dark landscape with trees] ### 00:44:08 # WEB DIRECTIONS UX AUSTRALIA ## SYDNEY AUGUST 2026 # THERE'S A STORM COMING... [Image of a lightning storm illuminating dark clouds and trees at night] ### 00:44:28 # BRENDA LAUREL'S GRAND STRATEGY ## GRAND STRATEGY YOUR GOALS YOUR ORG'S GOALS [Diagram showing an arc labeled "GRAND STRATEGY" connecting "YOUR GOALS" on the left to "YOUR ORG'S GOALS" on the right, overlaid on a faded image of a person.] ### 00:44:30 # BRENDA LAUREL'S GRAND STRATEGY ## GRAND STRATEGY YOUR GOALS YOUR ORG'S GOALS [Diagram showing an arc labeled "GRAND STRATEGY" connecting "YOUR GOALS" on the left to "YOUR ORG'S GOALS" on the right, overlaid on a faded image of a person.] ### 00:44:52 # BRENDA LAUREL'S GRAND STRATEGY ## GRAND STRATEGY - YOUR GOALS - YOUR ORG'S GOALS [Diagram showing "GRAND STRATEGY" as an arc connecting "YOUR GOALS" and "YOUR ORG'S GOALS", overlaid on a faded image of a person's face.] ### 00:45:13 # BRENDA LAUREL'S GRAND STRATEGY BUILD SUCCESSFUL THINGS THAT MAKE CHANGE - CHANGE THE WORLD - MAKE MONEY [A curved line connects "CHANGE THE WORLD" and "MAKE MONEY", illustrating the dual outcomes of the strategy.] ### 00:45:29 # BRENDA LAUREL'S GRAND STRATEGY ## BUILD SUCCESSFUL THINGS THAT MAKE CHANGE - CHANGE THE WORLD - MAKE MONEY [Image of Brenda Laurel with a curved arrow connecting "Change the World" and "Make Money"] ### 00:45:51 # BRENDA LAUREL'S GRAND STRATEGY BUILD SUCCESSFUL THINGS THAT MAKE CHANGE CHANGE THE WORLD MAKE MONEY [Faded image of Brenda Laurel in the background, with a white arc connecting "CHANGE THE WORLD" and "MAKE MONEY"] ### 00:46:23 # THANK YOU ### Books by Nathan Shedroff - **A Whole New Strategy**: Everything You Need to Think and Act More Strategically - **Blind Spot**: Illuminating the Hidden ### 00:46:25 # THANK YOU - **A Whole New Strategy** - *Everything You Need to Think and Act More Strategically* - Author: Nathan Shedroff - Experience ### 00:46:50 # THANK YOU ### 00:47:11 [The slide is largely blank, with three small, faint, circular icons and unreadable text at the very top.] ### 00:47:49 [Three small, faint icons or graphics at the top of a white slide, each with unreadable text below it.] ### 00:48:14 [Three simple, abstract black drawings on a white board, resembling stylized faces or circular symbols.] ### 00:48:29 [A whiteboard with a very faint, unidentifiable diagram of a few scattered points] ### 00:48:35 [A diagram of interconnected nodes and lines on a whiteboard.]